基于价值链的如意集团进口羊毛经营模式创新研究

发布时间：2018-05-28 23:14

本文选题：价值链 + 进口羊毛　；参考：《青岛大学》2017年硕士论文

【摘要】：作为我国传统支柱产业、重要民生产业和创造国际化新优势的产业,我国的纺织业正在面临着一系列新的形势变化。从全球服装产业价值链的地位来看,中国纺织制造企业以OEM贴牌代工方式嵌入由全球领先公司主导的全球生产体系,仍位于全球价值链低端、微利、低科技含量、低附加值的劳动密集型生产制造环节。在全球价值链中逐渐实现转型升级或构建新价值链分步实现转型升级,是增强我国纺织企业国际竞争力的重要战略举措。过去以如意集团为代表的中国传统纺织企业依靠劳动力成本和自然资源的比较优势,以代工者的身份参与到纺织服装全球价值链中的低端制造环节,并寄希望于跨国公司的技术溢出实现价值链的攀升,获得更多的分工收益。目前如意集团逐渐突破以跨国采购商主导的俘获型价值链,摆脱对资源依赖,提高自主研发能力,用科技赢得行业话语权,发展壮大品牌,提高了产品附加值。基于价值链的视角,以如意集团作为中国纺织企业的典型案例,分析其毛纺产业链各环节的竞争能力,找到其在羊毛原料采购方面有待完善和提升的地方。然后,对如意集团现有进口羊毛经营模式进行分析和探讨,分析其优势和不足。在此基础上提出新的经营模式,并且分析新经营模式的优势,探讨新模式下如何提高如意集团羊毛产业链的管理水平和盈利能力,如何做到如意集团羊毛类原料产品的统购统销,探讨实施羊毛产业链中羊毛类产品的控制和管理的方法,以达到羊毛类产品管理信息化、科学化、降低成本、提升效益的目的。此研究不仅有利于提升我国纺织行业的整体竞争力,而且为其他纺织服装企业不断提升其在全球价值链中的地位提供借鉴和参考。
[Abstract]:As the traditional pillar industry of our country, the important people's livelihood industry and the industry that creates the internationalization new superiority, our country's textile industry is facing a series of new situation changes. From the position of the global garment industry value chain, the Chinese textile manufacturing enterprises embed the global production system dominated by the leading global companies in the way of OEM label and contract manufacturing. They are still located at the low end of the global value chain, with little profit and low technology content. Low value-added labor-intensive manufacturing links. Gradually realizing the transformation and upgrading in the global value chain or constructing the new value chain step by step is an important strategic measure to enhance the international competitiveness of Chinese textile enterprises. In the past, China's traditional textile enterprises, represented by Ruyi Group, relied on the comparative advantages of labor costs and natural resources to participate in low-end manufacturing links in the textile and clothing global value chain as contractors. And hopes that the multinational company technology spillover realizes the value chain climb, obtains more division of labor income. At present, Ruyi Group has gradually broken through the capture value chain dominated by multinational buyers, got rid of the dependence on resources, improved its independent R & D ability, won the voice of the industry with science and technology, developed and strengthened its brand, and increased the added value of its products. Based on the view of value chain, this paper takes Ruyi Group as a typical case of Chinese textile enterprises, analyzes the competitive ability of each link of woolen industry chain, and finds out the place to be perfected and promoted in the procurement of wool raw materials. Then, the paper analyzes and discusses the existing imported wool management mode of Ruyi Group, and analyzes its advantages and disadvantages. On the basis of this, a new management model is put forward, and the advantages of the new management model are analyzed, and how to improve the management level and profitability of the wool industry chain of Ruyi Group under the new mode is discussed. How to achieve the unified purchase and sale of wool raw material products of Ruyi Group, and discuss the methods of the control and management of wool products in the wool industrial chain, in order to achieve the purpose of information, scientific management, lower cost and higher benefit of wool products. This study is not only conducive to improving the overall competitiveness of China's textile industry, but also provides reference and reference for other textile and garment enterprises to continuously enhance their position in the global value chain.
【学位授予单位】：青岛大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.81;F752.61

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